Managing Flexibility

Part I: MANAGING FLEXIBILITY.- Chapter 1. Managing Flexibility: Developing a Framework of Flexibility Maturity Model.- Chapter 2. Critical Design Elements for Service Systems.- Chapter 3. Flexibility Intensity: How Market Forces Drive Variability.- Chapter 4. Organizational Excellence through Total Flexi-Quality: People Dimension.- Chapter 5. Examining Comprehensiveness of Strategy Formulation and E-governance Performance.- Part II: PEOPLE FLEXIBILITY.- Chapter 6. Significance of LMX Congruence and its Flexibility on Subordinate Performance and Promotability.- Chapter 7. Practical Insights on Managing Diversity in International ICT Projects.- Chapter 8. Developing Flexible Leaders Flexibly.- Chapter 9. Role Efficacy and People Flexibility: Examining Moderating Functions of Demographic Factors.- Chapter 10. Exploring the Complex Interface between IT Professional and HR: Building Flexibility Applying Cybernetic Concepts.- Part III: PROCESS FLEXIBILITY.- Chapter 11. Incentives for Information Sharing in Collaborative Supply Chains.- Chapter 12. Modelling Flexible Procurement Problem.- Chapter 13. Modeling Hierarchical Relationships among Enablers of Supply Chain Coordination in Flexible Environment.- Chapter 14. Flexibility in Transportation Management Strategy for Improved Efficiency: An Indian Soft Drink Industry Perspective.- Chapter 15. R&D Sustainability of Biotech Start-ups in Financial Crisis.- Part IV: FLEXIBILITY IN TECHNOLOGY AND INNOVATION MANAGEMENT.- Chapter 16. Stakeholder Engagement Methodology in the Context of Innovation Management.- Chapter 17. Strategic Flexibility and its Leveraging Effects on Technological Exploitation.- Chapter 18. A Framework Conceptualization for National Technological Competitiveness.- Part V: BUSINESS FLEXIBILITY.- Chapter 19. Development ofMarketing

Sushil is Abdulaziz Alsagar chair professor (professor of strategic, flexible systems and technology management), and Chair, Strategic Management Group at the Department of Management Studies, Indian Institute of Technology (IIT) Delhi. He has served as visiting professor and delivered seminars in many leading universities; some representative ones are University of Minnesota, Minneapolis, MN, Stevens Institute of Technology, NJ, University of Lethbridge, Alberta, Université Paris 1 Panthéon-Sorbonne, Paris, among others. He is an active researcher and supervised more than 60 doctoral dissertations. He has 20 books to his credit in the areas of flexibility, strategy, systems thinking, and technology management. He has over 300 papers in various refereed journals and conferences and pioneered the area of "flexible systems management", making original contributions to the field of knowledge in the form of interpretive approaches in management. He is the founder editor-in-chief of Global Journal of Flexible Systems Management and serving on the editorial boards of leading international journals. He is the founder president of the professional body, "Global Institute of Flexible Systems Management." Currently he is serving as an independent director on the boards of RINL and HSCC.

Kanika T. Bhal is Modi Chair Professor and Head at the Department of Management Studies at IIT Delhi. A PhD from IIT Kanpur, and a visiting fellow at Sloan School of Management (Cambridge, USA), she is an expert in behavioural sciences in general and leadership in particular. She has published several articles in national and international journals and conferences and is on the editorial boards of national and international journals. She has authored books on leadership, culture and ethics. She has conducted sponsored research on several nationally and internationally funded (with Fordham University, Bronx, USA and Wharton Business School, Philadelphia,USA) projects.